Getting management to embrace accountability for safety is essential to program success. But it's also a hard thing for safety directors to do. Last week, in Part 1 of this series, we talked about the economic research, analysis and groundwork that needs to be laid to ensure that management is receptive to the idea. Now we'll look at how to take the case directly to management.

Picking the Right Time

Don't underestimate the importance of picking the right time to schedule a meeting with management. Although it may sound trivial and even corny, you're more likely to succeed if you keep this in mind. For example, Monday morning in the middle of a big event or when there are a lot of things happening is NOT a good time to bring up your program. Neither is Friday afternoon when everyone is brain dead.

Wednesday mornings when things are quiet on all fronts is a good time. I hate to say this, but if your boss is moody, wait for the bad mood to change to a good mood. If your boss seems to always be in a bad mood, wait for the least bad mood to approach him/her.

Pointers for the Initial Discussion

When you do meet, pace yourself. Don't hit management with everything at once. This is like asking them to drink water from a fire hydrant. But have all the details at your fingertips just in case your boss is a micro-manager who likes to ask a lot of questions.

Keep your points relevant, cogent and geared toward demonstrating the benefits of the program. Focus on the dollar savings when addressing the CFO. Using sister companies and sources your boss agrees with helps ease understanding and build support.

Once the discussion ends, your boss will probably call the CFO to verify the accuracy of your arguments. If you've done your homework, the CFO will confirm the truth of what you said.

You should then get a chance to set up a second meeting. The second meeting is crucial. It's your opportunity to present the full blown case for accountability for safety to management.

Conclusion

As for how to handle the second meeting, this is a fairly involved subject. So I'm going to practice what I preached above and refrain from bombarding you with all of the information right now. Instead, we'll pace ourselves and keep this "meeting" short so we can catch our breaths before the main event begins. Next week, once your minds are all cleared, we'll dive into the pointers for the crucial second meeting.

HEROES OF WORKPLACE SAFETY

Gordon McKay, Shoe Manufacturer & Safety Pioneer

Gordon McKay: Inventor, footwear manufacturer and owner of a plant known for enlightened safety.

Born in Pittsfield, Mass, in 1821, Gordon McKay is best known for inventing a sewing machine that transformed footwear manufacturing from cottage industry to an enterprise of mass production. Actually, McKay didn't invent the sewing machine. He invented a device that improved the machine and allowed it to be used to sew the sole of the shoe to the uppers - the portion of the shoe that encases the foot.

McKay was also a shrewd businessman who came up with the idea of leasing rather than selling his machinery outright. McKay collected a small royalty for each pair of shoes manufactured with his equipment. By 1876, McKay was earning a staggering $500,000 per year in royalties.

In 1899, McKay teamed up with Charles Goodyear, Jr., son of the inventor of vulcanized rubber, to form the United Shoe Manufacturing Company. The vast United plant monopolized shoe production in North America. But it was also a model of workplace safety. United instituted a number of enlightened health, safety and recreation programs for its workers. Observers cited United as a model plant with ideal working conditions.

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